Daniel Goleman’s article “What Makes a Leader?” was a very interesting analysis of the traits that make a leader. The article provides an examination of the relationship between emotional intelligence and the effective performance of leaders in organizations. His article looks at each component that makes up emotional intelligence and describes how to recognize these characteristics and their manifestations in the work environment. Goleman tells us that leaders need basic intelligence and job pertinent knowledge to be successful. He summarizes that although intellect is definitely a driver of outstanding performance, emotional intelligence plays an increasingly important role as a person reaches the highest levels of an organization. In reading this article, I immediately began to evaluate the leadership qualities of some of the people I have worked for and put them side by side with the characteristics Goleman dissects. This analysis made me immediately understand that of those supervisors that I admired during my years on active duty, they probably possessed a high level of emotional IQ. Of those I did not emulate, I would consider them to fall low on the emotional intelligence scale. Therefore, in this opinion paper, I will compare and contrast the five components of emotional intelligence as identified by Daniel Goleman with my experiences as a junior officer. The first component of emotional intelligence is Self Awareness. Self-Awareness is “a consciousness of ones emotions, strengths, weaknesses, needs, and drives”. A self aware person is able to understand their own emotions and how they affect themselves, other people, and their job performance (Ott p. 99 rt). Someone who is self-aware is not afraid of attributing failure to themselves rather than the organization. I feel that majorities of people in the service are very success oriented (intentionally replacing the word goal oriented) but lack a true self-awareness. Policies and decisions are usually attributed to those higher in the chain of command; self-attribution is look at as a weakness. In 1990, I was taking my first Master’s Degree class at Marymount University in Arlington, Virginia. The class was a Professional Business writing class that was a requirement for all degree seekers. In the first lecture, the professor noticed about half the class was made up of military professionals. He stated “The highest grade you will receive in this class will be a B if you are a military person”. He went on to explain the phenomenon of that “military speak” is very passive in nature. I am not sure of the other students but it was a real eye opener for me to learn to break the habits I had learned in the military and was rewarded with a “B” grade. In my experience, success was based on how one conformed to the system. A person who conformed to the values and goals of their superiors would be rewarded with higher performance evaluations than their peers. In the military, where promotions are linked to these evaluations, along with tenure (or tie in rank), many people abandon their own needs and drives to maintain promotability. As for Goleman’s second component, Self-Regulation (in the Robbins text it is also referred to as self-management), I see eye to eye with his analysis. In many organizations, leadership does not demonstrate apposite self-regulation. We have all had an experience with supervisor who was a ‘screamer’. In an organization such as the military, many believe this type of personality is necessary. Unfortunately, this trait has a pattern of perpetuating itself from superior to subordinate in a closed work environment such as that onboard a naval vessel. The environment of trust and fairness that a person who possesses the traits of good self-regulation brings to the workplace reap benefits in better teamwork and subsequently increased productivity. In the civilian workforce, poor self-regulation has come to the forefront with...

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...﻿WhatMakes a Leader?
By Daniel Goleman
REFLECTION PAPER
When asked to identify certain traits for leaders, many would state answers such as intelligence, superb technical skills and traits that fall within that range of topic. However great leaders have a different kind of intelligence that makes them all alike but different from the majority and that is, emotional intelligence or the ability to understand and manage our emotions and those around us.
In today’s workplace or organizations, it has become a highly important factor for success, influencing productivity, efficiency and team collaboration. There are four main skills of emotional intelligence which are: self-awareness, the ability to perceive our emotions and understand our tendencies to act in certain ways in given situations, motivation, or being driven to achieve for the sake of achievement, empathy, the ability to understand the emotions of other people and lastly, social skill, or managing relationships to move people in desired directions. Every individual possesses different levels of emotional intelligence but in order for them to become effective leaders, they’ll need a high level of emotional intelligence. The good news is that we can learn to increase our emotional intelligence and the only way we could do that is if we’d actually have the will to. Higher emotional intelligence helps us to be...

...﻿
WhatMakes a Leader
In this article we explore whatmakes a great leader and what groups and levels of skills are needed to be a great leader. Daniel Goleman writes about Emotional Intelligence, how it is evaluated, and the importance of Emotional Intelligence for effectiveness of an affective leader. Everyone is born with certain levels of skills that can be strengthened with persistence, practice and feedback from colleagues and coaches. Mr. Goleman preformed over the course of an entire year focusing on how emotional intelligences operates in the workplace. They examined the relationship between both effective performance and emotional intelligence especially in leadership roles. The 5 groups of skills are listed as follows: self-awareness, self-regulation, motivation, empathy, and social skills, which I will be discussing.
Companies hire trained psychologists to develop “competency models” to aid in identifying, training, and promoting of individuals with these groups of skills. These individuals are those who can recognize their strengths, weaknesses, drives, values and impact on others who know that one needs to control or redirect disruptive impulses and moods to be an effective leader. Having relishing achievement for own sake and are considerate to other peoples emotional make up by using the rapport built...

...Loberg
12 September 2013
BAMG 354-025
Summary Paper-WhatMakes a Leader
Being a leader is more than giving great speeches or simply making people believe and follow in your thoughts and ideas. Being a great leader, or even just a leader in general takes what author Daniel Goleman calls emotional intelligence.
Goleman claimed that you don’t necessarily have to have the highest IQ or come from an Ivy League school to be a successful leader; all he or she needs is the “right stuff”. While many managers can achieve success through their leadership, it takes training and more than just natural wit. Goleman stated many psychological analysts have worked to develop what is called a “competency model”. The competency model determines which personality capabilities drive to outstanding performance with in an organization and to what degree. Goleman’s idea is similar to ones that managers today use, which is the Myers-Briggs Type Indicator. Using the Myers-Brigg method to hire and understand your employees from a managerial standpoint is a great way to ensure your success. The pure benefits of this analysis is that it allows a manager to understand how their employee(s) direct and get energy, take in information, make decisions and organize their external world. This test and the analysis of such then is used to match...

...Gary Wills, a professor and cultural historian whose many books provide broad analysis of some of the world leaders, has once said: "The leader is one who mobilizes others toward a goal shared by leaders and followers. Leaders, followers and goals make up the three equally necessary supports for leadership." (Nkwocha, 2011)
Thory (2011) defines leadership as the ability to influence people toward the attainment of organizational goals. Although there are people who are leaders by nature, it is strongly believed that successful management traits can be exercised and honed. ‘Leadership as capacity is developed through building interpersonal skills, social awareness, mutual respect, and trust.’ (Roberts, Roper, 2011)
Much has been written about the leaders and the effectiveness of their power and impact on the other people. Infinite discussions often refer to the previous and present world leaders, analysing their family background, education or personal traits and comparing one to another. Even though different types of researches into leadership styles and skills had been carrying out for more than a century, there is still no common definition about what it takes to be an effective leader.
The aim of this essay is to define the basic skills that most of the world leaders share. The methods of research refer to...

...Leadership
Charisma is a trait that is mainly found in leaders whose personalities are basically characterized by magnetism or attractiveness, personal charm, innate and sophisticated abilities of persuasion and interpersonal communication. A charismatic leader is therefore an individual leader who demonstrates a high level of charisma. They have the ability to influence people because of their high level of competence, skills, ability and knowledge. A charismatic leader’s exceptional personal qualities enable their employees to be loyal and obedient to them. They use a range of methods to maintain their image and to win trust from the followers. Some of the methods include; self-sacrifice- having great confidence in the employees and taking personal risks on what they believe in; they can also win trust from the followers by paying more attention to them at particular moments. This is to make the people appreciate the level of concern the respective leader has towards them; another way in which the charismatic leaders build a rapport with the public is by paying more attention to the environment surrounding them by investigating and by understanding the moods and concerns of the public. They then act according to those needs if it is possible or make a promise of quick action towards the situation. This is to suit the situation at that particular time...

...vision-are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation,
empathy, and social skill.
These qualities may sound "soft" and unbusinesslike, but Coleman found direct
ties between emotional intelligence and measurable business results. While
emotional intelligence's relevance to business has continued to spark debate
over the past six years, Coleman's article remains the definitive reference on the
subject, with a description of each component of emotional intelligence and a
detailed discussion of how to recognize it in potential leaders, how and why it
connects to performance, and how it can be learned.
WhatMakes a Leader?
by Daniel Goleman
E
,VERY BUSINESSPERSON knOWS a
IQ and technical skills
are important, but
emotional intelligence
is the sine qua non
of leadership.
82
Story about a highly intelligent, highly
skilled executive who was promoted
into a leadership position only to fail
at the job. And they also know a story
about someone with solid-but not extraordinary-intellectual abilities and
technical skills who was promoted into
a similar position and then soared.
Such anecdotes support the widespread belief that identifying individuals with the "right stuff" to be leaders
is more art than science. After all, the
personal styles of...

...In order for that specific thing to be successful, good leadership must be An effective leader is an essential component to any business wishing to be successful. “Leading is the use of influence to motivate employees to achieve organizational goals. Leading means creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level” (Sambajee, P. 2012). There are a lot of personal qualities within a leader that in turn make them effective. This essay will explore the different elements that create an effective leader with reference to various journal articles, academic books and websites and also lead to a conclusion of whether or not good leadership means being morally good.
“We are living in an era when leadership is needed more than ever. The environment today is turbulent, and organizations have had to reconceptualize almost every aspect of how they do business to meet the needs of increasingly demanding customers, keep employees motivated and satisfied, and remain competitive in a rapidly changing environment.” (Sambajee, P. 2012)
A main quality of an effective leader is to be able to motivate people. Motivation can be defined as different internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to...

...WhatMakes a Leader
In the three surveys that I took about whatmakes a good leader, all three of the individuals agreed on relatively the same thing. Not one of the survey takers chose the answer neither agree nor disagree or worse. Each answer was agree or strongly agree to the fourteen questions. A leader has great characteristics and the ability to motivate others. In this paper, I will go over their results and talk about whatmakes a good leader.
There are three main things that make a good leader. The first is that a leader must practice what he preaches. The second is that he has to look after and protect those around him. The third is that he must be able to develop other good leaders. I will go into more detail about how to implement all three of these characteristics, so that you too can become a good leader. A good leader is excellent at practicing what he preaches. I love the quote that states, "Your actions speak so loud that I can't hear what you are saying." The greatest leader of all time was Jesus Christ and he was the best at practicing what he preached. This goes back to the old proverb that says, "Live by the sword, die by the sword." This is the same with...